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Lesson
To help deal with the complexities of land acquisition and meet ADB’s safeguard requirement of payment before construction, linear greenfield projects such as M–4 should benefit from good practices learned in other projects involving multiple federal and provincial agencies in the land acquisition process. Future project designs could consider a pragmatic approach to the complexities of land acquisition and payment of compensation at the early stages of land acquisition, specifically at the time the executing agency is issued the notice to proceed.

Project Number: 48402-001, 48402-002
Project Name: National Motorway M-4 Gojra–Shorkot Section Project and National Motorway M–4 Gojra–Shorkot–Khanewal Section Project - Additional
Financing
Report Date:
Lesson
It is important to properly phase implementation schedules to allow for deeper analysis of output and outcome progress and rectify indicators. All four outcome indicators were not achieved but progress was recorded against outcome indicators related to increases in private investment, internationally certified Tajik firms, and regulatory quality; and in the case of women entrepreneurs was particularly good if measured by electronic tax declarations. This suggests that targets were initially overambitious and/or that outcome indicators should be considered over a longer period.

Project Number: 47099-002, 47099-004
Project Name: Investment Climate Reforms Program - Subprograms 1 and 2)
Report Date:
Lesson
ADB should help the executing agency strengthen its capacity in procurement planning, bid evaluation, and contract award in accordance with ADB’s procurement guideline. Because of the disagreement between the executing agency and ADB regarding bid evaluation results, the procurement of civil works for Project 2 was significantly delayed. The divergent views centered on particular restriction provisions, including abnormally low bids, collusions, and conflicts of interest.

Project Number: 44483-024, 44483-023, 44483-026, 44483-027
Project Name: Second Central Asia Regional Economic Cooperation Corridor 2 Road Investment Program
Report Date:
Lesson
Equipment to be provided by projects should be properly allocated and based on recipient needs. The distribution of equipment in some cases was not adequate for local disaster risks. For example, blowers were provided to all aimags including Govi-Altai where the risk of steppe and forest fires is low. In contrast, because of the high risk of forest fires in the area, Khuvsgul would have been provided more equipment such as blowers and forest fire extinguisher.

Project Number: 48236-001
Project Name: Strengthening Community Resilience to Dzud and Forest and Steppe Fires Project 
Report Date:
Lesson
A more in-depth assessment of the executing agency’s capacity during appraisal could have avoided delays and revisions in scope. In this case, the Meghalaya State Skill Development Society (MSSDS) was a new entity, with little prior experience in undertaking large-scale skills development activities. The MSSDS, along with the state Department of Education, comprised the two original project implementation units.

Project Number: 46166-001
Project Name: Supporting Human Capital Development in Meghalaya
Report Date:
Lesson
Upfront capacity development support before sanctioning project finance will help expedite project implementation. At appraisal, weak capacity of the executing agency was identified as among the key risks to the project. Capacity development support was provided through an attached technical assistance, which was also instrumental in putting the project on track after a significant startup delay. On hindsight, the delays may have been minimized if capacity development support was provided prior to loan approval.

Project Number: 46166-001
Project Name: Supporting Human Capital Development in Meghalaya
Report Date:
Lesson
ADB’s support in capacity building, resolving issues, and monitoring performance is crucial especially if the executing agency (EA) will be implementing an ADB project for the first time. Despite being the first ADB-financed project that they implemented, the Bihar State Power Holding Company Limited and the Bihar State Power Transmission Company Limited were able to successfully complete the project’s procurement requirements and deliver all its components in accordance with ADB guidelines and procedures.

Project Number: 41626-013
Project Name: Bihar Power System Improvement Project
Report Date:
Lesson
Well-developed, in-house expertise in appraising infrastructure subprojects, business development, risk management, and monitoring supported by good governance contributes significantly to effective implementation of an infrastructure financing facility. Over the years, IDCOL demonstrated this type of institutional capacity especially in power subprojects.

Project Number: 42180-013
Project Name: Second Public–Private Infrastructure Development Facility
Report Date:
Lesson
It is critical for executing agencies to enhance their procurement capacity to ensure that all consulting services needed by a project are in place at the earliest possible time. The recruitment of a consulting firm for engineering design and drawing under this project spanned 15 months despite advance action. This significantly delayed project implementation, highlighting the need for MECCS to strengthen its procurement capacity and ensure the timely recruitment of consultants for its projects.

Project Number: 49168-001
Project Name: Improving School Dormitory Environment for Primary Students in Western Region Project
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Lesson
More careful assessment of results of institutional capacity reviews during project processing could avoid major revision of project components dealing with institutional capacity.

Project Number: 41076-044
Project Name: Road Improvement and Institutional Development Project
Report Date:
Lesson
Developing the institutional capacity of key project agencies will enhance the sustainability of project outcomes and benefits. The project designed and implemented a comprehensive capacity building component that strengthened the institutional capacity of the executing agency (EA), the Jiuquan municipal government (JMG) in forming strategies for water conservation, resources reuse, traffic management and traffic safety improvement, and desertification risk management. This enhanced the project’s sustainability.

Project Number: 45506-002
Project Name: Gansu Jiuquan Integrated Urban Environment Improvement Project
Report Date:
Lesson
Project benefit identification, quantification, and valuation depend on the establishment and effective use of PPMS. The project was not successful in training FMG staff in the use of PPMS and, therefore, the project benefits in the EIRR calculation in the PCR were put into question.

Project Number: 44007-013
Project Name: Jiangxi Fuzhou Urban
Integrated Infrastructure Improvement Project
Report Date:
Lesson
Most urban development projects are rarely financially viable if they have large, nonrevenuegenerating components. Thus, institutional capacity becomes more crucial to ensure their sustainability

Project Number: 44020-013
Project Name: Gansu Urban Infrastructure Development
and Wetland Protection Project
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Lesson
Consensus-building requires sufficient time for meaningful and in-depth consultations with various stakeholders. This program’s experience has demonstrated that building consensus between the government and the private sector, as well as among government departments, could take much longer than envisaged. The program design to strengthen the staffing of three major regulatory institutions within 2 years was optimistic, and a more realistic timeframe should have been considered. Future programs that will necessitate consensus-building should provide ample time for this type of activity.

Project Number: 45253-002
Project Name: Third Capital Market Development Program
Report Date:
Lesson
Effective and efficient implementation of large-scale land acquisition and resettlement activities depends largely on strong political will and commitment at all levels of government, especially when a large number of households are affected. It is important for an agency charged with resettlement activities to be proactive and work closely with local authorities and affected people to resolve identified issues on the ground. Having intensive policy dialogues with the agencies on ADB's safeguard policies and providing well-designed TA projects can

Project Number: 37269-013, 37269-023
Project Name: Greater Mekong Subregion:
Rehabilitation of the Railway in Cambodia Project
Report Date: